Process analysis

Process analysis is the systematic examination of a business process with the aim of identifying bottlenecks, redundancies, and optimization potentials. It combines the review of existing documents, the exchange with the responsible professionals, and a structured visualization of the procedures.

Without a thorough analysis, it often remains unclear where exactly there is a need for improvement and what causes are behind it. Especially in organizations with historically grown structures – such as administrations with multiple departments – the actual process flows are typically only partially documented. A structured process analysis creates transparency, uncovers weaknesses, and provides a solid basis for targeted improvements and sustainable decisions.

The process analysis is carried out in three steps: first, existing process documentation and relevant key figures are evaluated. Subsequently, in a joint workshop with the key stakeholders, those processes that are particularly complex, inefficient, or lack transparency are examined in more detail. Based on this, a result report is created with clearly prioritized recommendations for action and a visualized process representation, usually according to BPMN 2.0. This turns the analysis into a concrete basis for targeted improvements.

Process analysis is relevant for all organizations that want to better understand their processes, identify weaknesses, and implement targeted improvements. It is used in small and medium-sized enterprises (SMEs) as well as in the mid-market and enterprise environments. Public administrations, municipalities, cantons, and other public institutions also benefit from making their processes more transparent, efficient, and traceable.

The process analysis is particularly valuable before investments in digitization, automation, or new IT systems, during organizational changes, and for optimizing existing processes. It also creates the necessary transparency in the face of rising costs, long lead times, unclear responsibilities, or historically grown structures.

Whether it's management, IT managers, process management, specialist departments, or public decision-makers: A well-founded process analysis provides the basis for identifying improvement potentials, deploying resources in a targeted manner, and making investment decisions comprehensible.

• Create transparency: Make processes, bottlenecks, and weaknesses visible.
• Identify potentials: Identify opportunities for optimization, digitalization, and automation.
• Prioritize actions: Plan improvements strategically and use resources wisely.
• Avoid bad investments: Make informed decisions instead of assumptions.
• Enable sustainable improvements: Use documented process models as a basis for further development.

The process analysis examines existing procedures, identifies weaknesses, and highlights specific areas for improvement. The process visualization, on the other hand, graphically represents processes and makes procedures, responsibilities, and interfaces understandable.

While visualization creates transparency and a shared understanding of processes, analysis goes a step further: it evaluates the procedures and provides specific recommendations for their optimization. Both approaches complement each other and together form a valuable foundation for process improvement.